Post on 26-Jan-2016
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Chapter 12 & 13
Leadership & Power – Part I
By the end of this lecture, you should be able to:
1. Define Leadership 2. Explain trait and behavioral theories. 3. Describe con?ngency theories of leadership. 4. Compare and contrast charisma,c leadership
and transforma,onal leadership
What is Leadership?
• Leadership is the ability to ____________ a group toward the achievement of a _______ or set of ______.
• Not all leaders are managers, nor are all managers leaders. – Nonsanc?oned leadership is oIen as important or more important than formal influence.
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Theories of Leadership
1. Trait Theories 2. Behavioral Theories 3. Con?ngency Theories 4. Leader-‐Member Exchange (LMX) Theory
Contemporary Theories 5. Charisma?c Leadership 6. Transforma?onal Leadership
1. Trait Theories of Leadership
Trait theories of leadership focus on personal quali<es and characteris<cs.
What Traits do you think predict leadership? • ____________ is the strongest trait which predicts effec?ve leadership.
• ________________ & __________________also showed strong rela?onship to leadership.
• Another trait that may indicate effec?ve leadership is emo?onal intelligence (EQ).
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1. Trait Theories of Leadership
Effec?ve leaders: – Like being around people. – Are able to assert themselves (extraverted). – Are disciplined and able to keep commitments they make (conscien?ous).
– Are crea?ve and flexible (open).
QUESTION: Can these skills be learned?
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2. Behavioral Theories of Leadership Behavioral Theories of Leadership proposes that specific _____________ differen?ate leaders from nonleaders. • Implies that leaders can be __________.
Two Classic Studies (mid-‐1940s to mid-‐1950s)
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§ University of Michigan § Ohio State
University of Michigan Studies
§ Explore leadership behaviors § Two types of leadership behaviors conceptualized as opposite ends of a single con?nuum: _____________ Orienta<on and ______________ Orienta<on
Employee Oriented Employee-‐centered Concerns the needs of employees & interpersonal rela<onships
Produc<on Orientated Job-‐centered Concerns the needs of the job/Technical emphasis & tasks accomplishment
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University of Michigan Studies:
Is it possible to have BOTH at the same <me?
Ohio State Studies
Leadership Behavior Descrip<on Ques<onnaire (LBDQ)
Iden?fy number of ?mes leaders engaged in specific behaviors
• 150 ques?ons • Par?cipant seangs (military, industrial, educa?onal)
Results
• Par?cular clusters of behaviors were typical of leaders
What do I do to show considera?on for employees?
High
What do I do to get the job done?
Initiating Structure
Con
side
ratio
n Ohio State University Leadership Model:
High
Low
Ini?a?ng structure
What is it? • Focus on geang the ______________.
• The extent to which a leader defined and structured his or her role and the roles of group members in the search for ________ aVainment
Examples • assign group members to particular tasks
• expects workers to maintain definite standards of performance
• Emphasizes mee?ng of deadlines
Consideration
What is it? • Focus on mee?ng people’s needs and developing ________________.
• The extent to which a leader had job rela?onships characterized by mutual _________ and respect for group members’ ideas and feelings.
Examples
• Help group members with personal problems
• Show apprecia?on for their work
• show concerns for follower’s well being, comfort, status and sa?sfac?on
Global Implica?on: Culture & Leadership
Research suggests interna?onal differences in preference for ini?a?ng structure and considera?on • Brazilian employees
– Most effec?ve: __________________ • French employees
– Most effec?ve: __________________ • Chinese employees
– Most effec?ve: ___________________
Discussion
Do the right traits or behaviors of leaders guarantee success?
3. Con?ngency Theories of Leadership
Con?ngency theories explore the _______________ influences i.e. context which affects leadership
• Fiedler Con<ngency Model – match between leader’s style and the degree to which the situa?on gives the leader control
• Step 1 – Find out the leader’s style • Task OR Rela<onship Oriented • Step 2 – Match with the situa?on
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3. Con?ngency Theories-‐ Fiedler Model P.371
3. Con?ngency Theories – Fiedler Model
Defining the Situa?on – Con?ngency dimensions: 1. Leader-‐member _____________
confidence, trust, respect for leader 2. __________ structure structured or unstructured task 3. Posi<on _________ leader’s power on hiring, firing, promo,on…
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Leader-‐Member Exchange (LMX) Theory • Leaders’ crea?on of ____________ and outgroups. Subordinates with ingroup status will have higher performance ra?ngs, less turnover, and greater job sa?sfac?on. P.374
3. Other Con?ngency Theories § Situa<onal leadership theory (SLT) is a con?ngency theory that focuses on the ____________ -‐ Successful leadership is achieved by selec?ng the right leadership style, which is con?ngent on the level of the followers’ readiness (ability & willingness)
§ Path-‐goal theory – effec?ve leader assist and support followers to clarify their ___________ to achieve the organiza?onal goals (direc?ve or suppor?ve rela?onship)
§ Leader-‐par<cipa<on model relates leadership behavior and par?cipa?on in ___________________which is determined by seven con?ngencies and five leadership styles – e.g. consulta?ve style and con?ngencies of whether leader has sufficient informa?on/acceptance cri?cal to implementa?on.
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Video: Leadership in Five Minutes
• hnps://www.youtube.com/watch?v=XKUPDUDOBVo
Contemporary Leadership Theories
4. Charisma<c Leadership 5. Transforma<onal Leadership
4. Charisma?c Leadership
Charisma kəˈrɪzmə/ noun Compelling a<rac,veness or charm that can inspire devo,on in others, "he has tremendous charisma and stage presence” Discussion: Are Charisma?c Leaders Born or Made?
4. Charisma?c Leadership • Some individuals are born with charisma?c traits such as ____________, ______________and ________________ oriented.
Learn to be Charisma<c by • Maintaining an op,mis,c view • Using passion as a catalyst for genera?ng enthusiasm
• Communicate with whole body, not just words e.g. eye contact, enthusias?c expressions, gestures for emphasis, draw others in by crea?ng a bond to inspire them to follow, bring out the poten?al in followers…
The Dark Side of Charisma?c Leadership § Many leaders have allowed their __________________ to override the goals of the organiza?on. § Individuals who are narcissis?c are also higher in some behaviors associated with charisma?c leadership.
§ Some charisma?c leaders are too successful at convincing followers to pursue a vision that can be disastrous.
5. Transforma?onal Leader
• hnps://www.youtube.com/watch?v=60O2OH7mHys
5. TransformaEonal Leadership Inspire followers to transcend (go beyond) their self-‐
interests for the good of the organiza,on
How Transforma?onal Leadership Works § Encourage _____________– theirs and others (e.g. look at old problems in new ways)
§ Increase follower _______________, giving the group a “can do” spirit.
§ _________________ of responsibility § Greater agreement among top managers about the organiza?on’s goals.
§ Propensity to ______________(e.g. try new ways) 1
Case Study Healthy Employees are Happy Employees
• 1. Describe Tom’s personality and leadership style. How does it foster or hinder his effort to transform Cargo Community Network CCN into a healthy and produc?ve organiza?on?
• 2. Based on the descrip?on of Tom’s personality and leadership style, in your opinion, is he a charisma<c leader, a transforma<onal leader, or both? Support your answer.
Tom Ling is the general manager of Cargo Community Network (CCN), a market leader in the logis?cs industry believes that a company’s biggest asset is its workforce.
In 2010, he ini?ated the Workplace Health Promo?on (WHP) Program for his 60 employees. He envisioned that employees who possess a healthy mind and body would contribute to the overall growth and produc?vity of the organiza?on.
Strong management support and par?cipa?on is pervasive throughout the implementa?on of the WHP program. A senior manager heads the Company Recrea?on Comminee (CRC), comprised representa?ves from different departments.
CRC, with support and guidance from the WHP consultant, designs ac?vi?es that address employees’ physical and mental well-‐being and healthy ea?ng. Annual basic health screenings and; health and ac?vity surveys are conducted to collect informa?on on employees’ current lifestyles, health prac?ces, and preferred types of ac?vi?es. To promote healthy ea?ng habits and
lifestyles among the staff, the company organized free distribu?on of fruits on “Friday Fruit Day” as well as regular nutri?on talks, healthy cooking demos, and fitness classes.
Despite the ini?al setback of low staff par?cipa?on (only 10 percent) in the organized ac?vi?es, Tom persisted and remained convinced of the intended transforma?on of the company.
He acknowledged, “It was not easy for one to change the habits of the employees and begin an ac?ve lifestyle. It’s just like training for a marathon—it might seem impossibly difficult at the beginning, but you just need to take that first step. Set small achievable goals from the outset and once you start achieving them, you’ll find that you eventually become stronger and faster with less effort.”
He leads by example by taking part in all the organized ac?vi?es. He also con?nuously works on improving the policies to bener integrate workplace health promo?on within the organiza?on culture.
Innova?vely, he has included WHP as a component in the performance appraisal that affects the employees’ bonus payout. A points system, monetary tokens, and award recogni?ons were also given to mo?vate employees who made the effort to lead healthier lifestyles. Flexible working hours were also introduced for staff to take ?me off to par?cipate in weekly jog and brisk walk sessions.
Four years down the WHP road, Tom proudly commented at the Health Promo?on Silver Award ceremony, “Produc?vity is preny hard to measure but I see improved team spirit, the atmosphere is more cheery, people are more happy—[they are] more open, engaging in discussions, with increased communica?on across departments.”